STUDY OF LEADERSHIP PERSONALITY LEADERSHIP STYLE AMONG

TELECOMMUNICATION PROJECT MANAGERS IN MALAYSIA

YAN SHAO QIN

Report submitted in partial fulfilment of the requirements

for the award of the degree of

Bachelor of Project Management with Hons

Faculty of Industrial Management

UNIVERSITI MALAYSIA PAHANG

NOV 2014

iv

ABSTRACT

This research was conducted to identify the relationship between the 16 Personality

Global Factors and the leadership style among telecommunications project managers in

Malaysia. There are five personality studies in this research which are the extraversion,

anxiety, tough-mindedness, independence, and self-control. There are three types of

leadership style study in this research which included the task-oriented leadership,

change-oriented leadership and relations-oriented leadership. Two sets of questionnaires

were developed and distributed to the managers and their subordinates respectively. A

total sample of 31 managers and 31 subordinates were used in this study. The results of

this study showed that extraversion, anxiety, and independence personality are

positively correlated with the change-oriented leadership, while tough-mindedness and

self-control have negative relationships towards the change-oriented leadership. Besides

that, task-oriented leadership is positively associated with tough-mindedness,

independence and self-control, while it is negatively associated with extraversion and

anxiety. Extraversion, and tough-mindedness personality are positively correlated to the

relations-oriented leadership compared to the anxiety personality which is negatively

correlated with.

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ABSTRAK

Penyelidikan ini dijalankan untuk mengenal pasti hubungan antara 16 Personality

Global Factors dan gaya kepimpinan di kalangan pengurus projek telekomunikasi di

Malaysia . Terdapat lima personaliti dalam penyelidikan ini, iaitu extraversion, anxiety,

tough-mindedness, independence, dan self-control manakala tiga jenis gaya kepimpinan

yang dikaji ialah task-oriented leadership, change-oriented leadership dan relations-

oriented leadership. Dua set soal selidik telah disedia dan diedarkan masing-masing

kepada pengurus dan orang bawahan mereka. Sampel sebanyak 31 orang pengurus dan

31 orang bawahan telah dipakai dalam kajian ini. Hasil kajian ini menunjukkan bahawa

extraversion, anxiety, dan independence personality telah menunjukkan hubungan

positif dengan change-oriented leadership, manakala tough-mindedness dan self-control

mempunyai hubungan yang negatif dengan change-oriented leadership. Selain itu, task-

oriented leadership telah mewujudkan hubungan yang positif dengan tough-mindedness,

independence dan self-control. Kontradiksinya, hubungan antara task-oriented

leadership dengan extraversion dan anxiety ialah negatif. Berbeza dengan personaliti

extraversion dan tough-mindedness yang mempunyai hubungan positif dengan

relations-oriented leadership, anxiety sebaliknya menujukkan hubungan yang negatif.

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TABLE OF CONTENTS

Page

SUPERVISOR’S DECLARATION i

STUDENT’S DECLARATION ii

ACKNOWLEDGEMENT iii

ABSTRACT iv

ABSTRAK v

TABLE OF CONTENTS vi

LIST OF TABLES x

LIST OF FIGURES xi

CHAPTER 1 INTRODUCTION

1.0 Introduction 1

1.1 Problem Background 1

1.2 Problem Statement 3

1.3 Research Objectives 4

1.4 Research Questions 4

1.5 Research Framework 4

1.6 Research Hypothesis 5

1.7 Research Scope 6

1.8 Significance of Study 6

1.9 Operational Definition 7

1.9.1 Leader Personality 7

1.9.2 Extraversion 7

1.9.3 Anxiety 7

1.9.4 Tough-Mindedness 7

1.9.5 Independence 7

1.9.6 Self-Control 8

1.9.7 Leadership Style 8

1.9.8 Task-Oriented Leadership 8

1.9.9 Relations-Oriented Leadership 8

1.9.10 Change-Oriented Leadership 8

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1.10 Thesis Organization 9

CHAPTER 2 LITERATURE REVIEW

2.0 Introduction 10

2.1 Leader Personality 10

2.1.1 Sixteen Personality Global Factors (Cattell) 11

2.1.2 Extraversion 14

2.1.3 Anxiety 15

2.1.4 Tough-Mindedness 17

2.1.5 Independence 18

2.1.6 Self-Control 19

2.2 Leadership Style 20

2.2.1 Task-Oriented Leadership 21

2.2.2 Relations-Oriented Leadership 21

2.2.3 Change-Oriented Leadership 22

2.3 Leader Personality and Leadership Style Relationship 22

2.3.1 Relationship Between Personality and Task-Oriented

Leadership Style

22

2.3.2 Relationship Between Personality and Relations-Oriented

Leadership Style

23

2.3.3 Relationship Between Personality and Change-Oriented

Leadership Style

23

2.4 Summary 24

CHAPTER 3 RESEARCH METHODOLOGY

3.0 Introduction 25

3.1 Research Design 25

3.2 Population and Samplings 26

3.3 Instrument Development 26

3.3.1 Questionnaire for Managers 27

3.3.2 Questionnaire for Subordinates 28

3.4 Data Collection 29

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3.5 Data Analysis 29

3.5.1 Descriptive Analysis 29

3.5.2 Reliability Test 30

3.5.3 T-Test 30

3.5.4 Normality Test 30

3.5.5 Correlation Test 31

3.6 Summary 31

CHAPTER 4 RESULTS AND DISCUSSIONS

4.0 Introduction 32

4.1 Descriptive Analysis 32

4.2 Reliability Test 36

4.3 T-Test 37

4.4 Normality Test 38

4.5 Pearson Correlation Analysis 39

4.6 Discussion 45

4.6.1 Relationship between 16 Personality Global Factor and

Change-Oriented Leadership

45

4.6.2 Relationship between 16 Personality Global Factor and Task-

Oriented Leadership

46

4.6.3 Relationship between 16 Personality Global Factor and

Relations-Oriented Leadership

47

4.7 Summary 47

CHAPTER 5 CONCLUSION AND RECOMMENDATION

5.0 Introduction 49

5.1 Conclusion 49

5.2 Limitation 50

5.3 Recommendation for Future Research 51

REFERENCES 52

APPENDICES

A Gantt Chart 56

B Questionnaire For Managers 58

ix

C Questionnaire For Subordinates 63

D Descriptive Analysis 67

E Reliability Analysis 69

F T-Test 73

G Normality Analysis 74

H Pearson Correlation Analysis 76

x

LIST OF TABLES

Table No. Title Page

2.1 16PF scale names and descriptors 12

2.2 Alignments among 16 personality Global Factors and NEO-PI-R

Big Five Model

14

3.1 Structure for leader personality questionnaire 27

3.2 5 Likert-scale used to evaluate the statement 28

3.3 Structure for leadership style questionnaire 28

3.4 Likert-scale used to evaluate the statement of leadership style 28

4.1 Frequency of percentage of respondents‟ gender 33

4.2 Frequency of percentage of respondents‟ racial 33

4.3 Frequency of percentage of respondents‟ age 34

4.4 Frequency of percentage of respondents‟ educational level 35

4.5 Frequency of percentage of respondents‟ position 35

4.6 Reliability test of variables 36

4.7 T-Test for independent variables 37

4.8 T-Test for dependent variables 38

4.9 Descriptive statistics for variables 38

4.10 Pearson correlation between 16 personality global factor and

change-oriented leadership

40

4.11 Pearson correlation between 16 personality global factor and

task-oriented leadership

41

4.12 Pearson correlation between 16 personality global factor and

relations-oriented leadership

43

4.13 Summary of entire results of hypothesis testing 48

xi

LIST OF FIGURES

Figure No. Title Page

2.1 16 PF Global Factors and the Primary Trait Make-Up 14

2.2 Components of Extraversion 15

2.3 Components of Anxiety 16

2.4 Components of Tough-Mindedness 18

2.5 Components of Independence 19

2.6 Components of Self-Control 20

3.1 The procedures of data collection 29

4.1 Respondents‟ gender 33

4.2 Race 33

4.3 Age 34

4.4 Educational level 35

CHAPTER 1

INTRODUCTION

1.0 INTRODUCTION

This chapter covers introduction, problem background, problem statement,

research objectives, research questions, research framework, research hypothesis,

research scope, significance of study, and thesis organization.

1.1 PROBLEM BACKGROUND

According to the International Union (ITU), telecommunications are defined as

“any transmission, emission, or reception of signals, writings, images, and sounds; or

intelligence of any nature by wire, radio, visual, or other electromagnetic systems.

Cellular communication in telecommunication is a technology which can reduce the

distance between users. Besides that, it hugely minimizes the time required to transmit a

message.

According to the Global Mobile newsletter (2002), in Peninsular Malaysia,

telecommunication service was handled by Telecommunications Department during

1946. Sabah and Sarawak kicked started the telecommunication services in 1968. In

l987, Malaysia‟s telecommunication services were transferred to Syarikat Telekom

Malaysia Berhad which is known as Telekom Malaysia Berhad in the present. In 1985,

Telekom Malaysia introduced mobile telecommunication services with the systems

using analogue technology. In 1998, analog subscribers were overtaken by GSM

subscribers with more than one million subscribers (Noorihsan, 2004).

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Nowadays, cellular communication service in Malaysia‟s telecommunication sectors is

very demanding. The competition among the cellular communication companies is very

strong. Telecommunication sector has made up the competitive market in Malaysia, due

to the “equal access” policy implemented in 1999. This policy ended the Telekom

Berhad monopoly era in telecommunication sector.

Leader is the important person who can lead to the success of organization in the

competitive market. According to Bernard (1927), leaders can drive the team members

in a desired direction. Leader is able to create a brighter future for an organization with

a right direction. However, with wrong direction, leader will cause the organization fail

to survive. A successful project needs a right leader; in order to become a right leader,

he or she needs to implement an appropriate leadership style. To effectively implement

leadership style in a leader, personalities does matter (Bowden, 1926).

Most studies such as (Burn, 1978; Bennis, 1983; Bass, 1985a; Tichy & Devanna,

1986) pointed out leadership can transform followers, create visions of the goals that

may be achieved, and clear in the following ways to achieve those goals. Barrick et

al.(1991) proved that an effective leadership contribute to positive impacts on the

organizational performance in the aspects of new income, earning per share, and return

on equity. On the other way, leadership can improve employees‟s commitment that

directly increases the organizational performance (Becker et al., 1996).

However, leadership is the alternative way whereby leaders shape their

interactive behaviour with those they influence (Bass, 2008). There are few types of

leadership styles commonly implemented, which is task-oriented leadership, relations-

oriented leadership and change-oriented leadership. Different cultures, tasks, structure,

and management system require different types of leadership style. Each of the

leadership style has their respective strengths and weaknesses. Therefore, it is

impossible to equip merely one leadership style in managing projects.

According to Oxford Dictionaries, personality is „the combination of

characteristics or qualities that form an individual‟s distinctive character‟. A leader‟s

personality can be related to leadership styles and impact on the effectiveness of

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leadership style. Mumford et al., (1993) claimed that personality can effectively identify

the level of an individual in generating high quality, creative solutions, and ill-defined

tasks. Judge et al. (2002) mentioned that personality variables are constantly and

reliably correlated with leadership effectiveness.

Leadership style is crucial to a project, especially in the competitive business

environment. In order to have the most effective implemented leadership styles, it

involves many criteria, such as personality, culture, and management system. A project

can prefer the particular appropriate leadership styles which able to commit well to the

organization‟s culture and management system, but leaders cannot choose the

leadership style that goes along with their personalities if the leadership style does not

suit the situation. To conclude, it is necessary to choose leaders with strong personalities

in order to implement the leadership style effectively.

1.2 PROBLEM STATEMENT

In reality, there are many projects and organizations in Malaysia that have

neglected and not concerned about the leader‟s personality factors and the

implementation of leadership styles. In the matter of fact, personalities will lead to

ineffective implementation of leadership style. According to Judge et al. (2002),

effective leadership was correlated with the leader‟s personality. Today‟s market is

highly competitive, therefore effective leadership is needed to survive and become

excellent in the market. Besides that, effective leadership not only contribute to the

organization and project, it also has an impact on the economic growth of the country.

Notwithstanding, in Malaysia we do not have much study and research on the

relationship between leader‟s personality and leadership styles, especially in

telecommunications sectors. Therefore, information is very limited in Malaysia in this

field. Lack of information induces organizations do not want to have a try at

implementing this knowledge in the leader promotion. Besides that, lack of knowledge

on the relationship between leader personality and leadership style has also resulted in

unclear guideline for organization to select a right leader as well as leader development

program to implement an effective leadership style.

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1.3 RESEARCH OBJECTIVES

RO1: To identify different types of leader personality among telecommunication

managers in Malaysia.

RO2: To identify the level of different types of leadership style among

telecommunication managers in Malaysia.

RO3: To evaluate the relationship between leader personality and leadership style

among telecommunications managers in Malaysia.

1.4 RESEARCH QUESTIONS

RQ1: What are the types of leader personality among telecommunication?

RQ2: What are the levels of different types of leadership style among

telecommunication?

RQ3: How is the relationship between leader personality and leadership style among

telecommunication?

1.5 RESEARCH FRAMEWORK

Sixteen Personality

Global Factors (Cattell)

Leadership Style

Independence

Self-Control

Tough-

Mindedness

Relations-

Oriented

Leadership

Task-Oriented

Leadership

Change-

Oriented

Leadership

Anxiety

Extraversion

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1.6 RESEARCH HYPOTHESIS

The hypotheses of the study are:

H1a: There is a positive relationship between extraversion personality and change-

oriented leadership.

H1b: There is a negative relationship between anxiety personality and change-oriented

leadership.

H1c: There is a positive relationship between tough-mindedness personality and

change-oriented leadership.

H1d: There is a negative relationship between independence personality and change-

oriented leadership.

H1e: There is a negative relationship between self-control personality and change-

oriented leadership.

H2a: There is a negative relationship between extraversion personality and task-oriented

leadership.

H2b: There is a positive relationship between anxiety personality and task-oriented

leadership.

H2c: There is a negative relationship between tough-mindedness personality and task-

oriented leadership.

H2d: There is a negative relationship between independence personality and task-

oriented leadership.

H2e: There is a positive relationship between self-control personality and task-oriented

leadership.

H3a: There is a positive relationship between extraversion personality and relations-

oriented leadership.

H3b: There is a negative relationship between anxiety personality and relations-oriented

leadership.

H3c: There is a negative relationship between tough-mindedness personality and

relations-oriented leadership.

H3d: There is a positive relationship between independence personality and relations-

oriented leadership.

H3e: There is a negative relationship between self-control personality and relations-

oriented leadership.

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1.7 RESEARCH SCOPE

The purpose of this study is to focus on the relationship between leader

personality and leadership style. There are five leader personalities in this study, which

are the extroversion, anxiety, tough-mindedness, independence, and self-control.

However, the leadership style in this study will focus on the change-oriented leadership,

task-oriented leadership, and relations-oriented leadership. The study will focus on the

telecommunications sector. Respondents will be selected from the telecommunications

companies located in Kuantan, Pahang and questionnaire will be distributed. The

information will be analysed by SPSS (version 22) to get the results that can examine

the potential relationship between leader personality and leadership style.

1.8 SIGNIFICANCE OF STUDY

“Businesses don‟t fail, leaders do.” (Singer & Millage, 2013). Nowadays, this

adage is more relevant in the business market. A leader is someone who directs the

followers to achieve a specific goal by the outstanding leadership style. The impact of

leadership is the keystone to the success of an organization. However, to optimize the

potential of leadership, we need to look at the connection of leadership and personality.

It is incredibly valuable to understand the leader personality and leadership styles in a

competitive market. Hence, telecommunication services can use the relevant findings to

increase the competitive advantage.

Through the understanding of the relationships between personality and

leadership style, we can increase the chance of success for achieving the project‟s goal

in telecommunication services. Organizations can utilize the findings of the research to

train and shape their leader‟s personality to match with the leadership style needed. It

will help to enhance the effectiveness when implementing the leadership style. Besides

that, organizations can use the personality test to promote leaders for the next stage or

set a criteria to recruit leaders. Furthermore, this study will contribute literature on

personality and leadership style for future research use. In conclusion, this study can

provide a guideline to clearly understand the relationship between leader personality

and leadership style.

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1.9 OPERATIONAL DEFINITION

1.9.1 Leader personality

Leader personality is indicated as the uniqueness of a person and the special

characteristics or pattern of traits that differs from others. According to Pervin (1968),

personality is the structural and dynamic character performed when the individual

responds to the circumstances, which indicates the lasting traits that make one different

from others.

1.9.2 Extraversion

Extraversion is a preference to focus on the world outside the self. Barrick and

Mount (1991) mentioned that extraverts are more assertiveness, active and outgoing,

and positive social interactions seem to be important to them.

1.9.3 Anxiety

Anxiety is a common term for several disorders that cause nervousness, fear,

apprehension, and worrying. These disorders affect individual‟s feeling, behaviour, and

visible real physical symptoms.

1.9.4 Tough-Mindedness

Tough-mindedness is defined as the degree to which a person has a broad range

of interests in imaginative, creative, and willing to consider new ideas. In other words, it

also used to measure the level of acceptance toward new things.

1.9.5 Independence

Independence is defined as not affiliated with a larger controlling unit; not

relying on something else; and showing a desire for freedom.

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1.9.6 Self-Control

Self-control is defined as a person can control over feelings or actions. An

individual who has self-control is able to control one‟s own desires, actions, impulses,

or emotions.

1.9.7 Leadership style

Leadership style is the manner and approach of providing direction,

implementing plans, and motivating people.

1.9.8 Task-Oriented leadership

Task-oriented leadership is focused on accomplishing the task in an efficient and

reliable way.

1.9.9 Relations-Oriented leadership

Relations-oriented leadership is focused on increasing mutual trust, cooperation,

job satisfaction, and identification with the organization.

1.9.10 Change-Oriented leadership

Change-oriented leadership is focused on understanding environment, finding

innovative ways to adapt to it, and implementing major changes, strategies, products,

and processes.

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1.10 THESIS ORGANIZATION

Chapter 1

• Provides general idea and discuss about the leader personality and leadership style.

Chapter 2

• Concentrates on the literature review about the study's variables by previous studies

• Studies the related research to identify the relationship between variables.

Chapter 3

• Shows the research methodology, research design, procedures and statistical analyses to get the information of study.

Chapter 4

• Analyzes and shows the data collected by using SPSS version 18.0.

Chapter 5

• Finalizes and concludes the finding result.

• Provide recommendation for future research.

CHAPTER 2

LITERATURE REVIEW

2.0 INTRODUCTION

This chapter reviews relevant topics on research objectives in this study.

Information was collected from books and journals. There are four sections in this

chapter. First section discusses the leader personality of extraversion, anxiety, touch-

mindedness, independence, and self-control. Second section discusses about the

leadership styles, which includes task-oriented leadership, relation-oriented leadership,

and change-oriented leadership. The third section explains about the relationship

between leader personality and leadership style and lastly, the fourth section is the

summary of this chapter.

2.1 LEADER PERSONALITY

Leader personality stands for the meaning of personality belongs to a leader.

Personality theory is the study of the ways in which each person differs from one and

another. It focuses on the differences in the way people think, behave, and process

information. It makes it possible to predict how a person will act or react under different

situation.

Discussed by Pierce & Gardner (2002), personality can be grouped into two

basic determinants, which is heredity and past interactions with the environment.

Heredity is the personality mainly come with birth, namely “nature”. However, past

interactions with the environment is same as “nurture”, which believe that personality is

mainly shaped by life experiences. So, it means that personality can also be trained for

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effective implement leadership style. Knowledge of personality is one of many

tools in managerial and leadership tool kit for more effective managers and leaders.

Therefore, it is useful for leader‟s training and leader‟s promotion purpose.

2.1.1 Sixteen Personality Global Factors (Cattell)

Sixteen Personality Factors were introduced by Raymond Cattell in 1949.

According to Cattell (1949), human personality traits could be summarized by 16

personality factors. Sixteen Personality Factor Model aims to build a common

taxonomy of traits using a lexical method to narrow natural language to standard

applicable personality adjectives (Heather et al., 2008). Cattell (1949) believed that

human characteristics such as creativity, authoritarianism or leadership skills could be

predicted from these fundamental personality traits.

There are two levels of traits discovered by Cattell (1949), which included

primary or secondary-level traits. Primary traits provide the most basic definition of

individual personality. It combines up to 16 types of personality, which is shown in

Table 2.1. Some studies done by Paunonen & Ashton (2001) and Roberts et al. (2005)

agreed that primary traits are more powerful in understanding and predicting the

complexity of behavior act.

The secondary traits or global factors are also known as the original Big Five,

which includes 5 broad dimensions. Table 2.1 shows the global factors. The global

factors provide a larger conceptual and organizing framework to understand the

meaning and function of the primary traits. The combination is shown in Figure 2.1.

Therefore, the primary traits provide more detailed information for the fullness and the

uniqueness of an individual, while the global traits provide a broad overview of

personality.

There is a similar concept between the Cattell Sixteen Personality Global

Factors and the Costa & McCrae NEO Five Factor Model. This statement can be proved

by few studies by Cattell (1996), Carnivez & Allen (2005) and Conn & Rieke (1994).

These studies show the strong correlations and factor-analytic alignment between the

12

two models. The relationships between the two models are tabulated in Table 2.2.

However, the two models have an important distinction in questionnaires. NEO-PI-R

Five Factor Model‟s questionnaire involves a high degree of transparent self-rating of

traits, for example, “I‟m an even-tempered person”. In this situation, the finding can

become fact if the respondent answers with the prefer personality. In contrast, 16PF

questionnaire tend to be more indirect and involves more contextualized about the

actual behaviour from experience. For example, “I hardly ever feel hurried or rushed as

I go about my daily tasks”. 16PF test tends to measure personality more accurately.

Table 2.1: 16PF Scale Names and Descriptors

Descriptors of Low Range Primary Factor Descriptors of High Range

Reserve, impersonal, distant,

cool, reserved, impersonal,

detached, formal, aloof

(Sizothymia)

Warmth (A)

Warm, outgoing, attentive to

others, kindly, easy going,

participating, likes people

(Affectothymia)

Concrete thinking, lower general

mental capacity, less intelligent,

unable to handle abstract

problems (Lower Scholastic

Mental Capacity)

Reasoning (B)

Abstract-thinking, more

intelligent, bright, higher general

mental capacity, fast learner

(Higher Scholastic Mental

Capacity)

Reactive emotionally,

changeable, affected by feelings,

emotionally less stable, easily

upset (Lower Ego Strength)

Emotional

Stability (C)

Emotionally stable, adaptive,

mature, faces reality calm

(Higher Ego Strength)

Deferential, cooperative, avoids

conflict, submissive, humble,

obedient, easily led, docile,

accommodating

(Submissiveness)

Dominance (E)

Dominant, forceful, assertive,

aggressive, competitive,

stubborn, bossy (Dominance)

Serious, restrained, prudent,

taciturn, introspective, silent

(Desurgency)

Liveliness (F) Lively, animated, spontaneous,

enthusiastic, happy go lucky,

cheerful, expressive, impulsive

(Surgency)

Expedient, nonconforming,

disregards rules, self indulgent

(Low Super Ego Strength)

Rule-

Consciousness

(G)

Rule-conscious, dutiful,

conscientious, conforming,

moralistic, staid, rule bound

(High Super Ego Strength)

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Shy, threat-sensitive, timid,

hesitant, intimidated (Threctia)

Social Boldness

(H)

Socially bold, venturesome, thick

skinned, uninhibited (Parmia)

Utilitarian, objective,

unsentimental, tough minded,

self-reliant, no-nonsense, rough

(Harria)

Sensitivity (I)

Sensitive, aesthetic, sentimental,

tender minded, intuitive, refined

(Premsia)

Trusting, unsuspecting,

accepting, unconditional, easy

(Alaxia)

Vigilance (L)

Vigilant, suspicious, skeptical,

distrustful, oppositional

(Protension)

Grounded, practical, prosaic,

solution orientated, steady,

conventional (Praxernia)

Abstractedness

(M)

Abstract, imaginative, absent

minded, impractical, absorbed in

ideas (Autia)

Forthright, genuine, artless, open,

guileless, naive, unpretentious,

involved (Artlessness)

Privateness (N)

Private, discreet, nondisclosing,

shrewd, polished, worldly, astute,

diplomatic (Shrewdness)

Self-Assured, unworried,

complacent, secure, free of guilt,

confident, self satisfied

(Untroubled)

Apprehension

(D)

Apprehensive, self doubting,

worried, guilt prone, insecure,

worrying, self blaming (Guilt

Proneness)

Traditional, attached to familiar,

conservative, respecting

traditional ideas (Conservatism)

Openness to

Change (Q1)

Open to change, experimental,

liberal, analytical, critical, free

thinking, flexibility (Radicalism)

Group-oriented, affiliative, a

joiner and follower dependent

(Group Adherence)

Self-Reliance

(Q2)

Self-reliant, solitary, resourceful,

individualistic, self sufficient

(Self-Sufficiency)

Tolerated disorder, unexacting,

flexible, undisciplined, lax, self-

conflict, impulsive, careless of

social rues, uncontrolled (Low

Integration)

Perfectionism

(Q3)

Perfectionistic, organized,

compulsive, self-disciplined,

socially precise, exacting will

power, control, self –sentimental

(High Self-Concept Control)

Relaxed, placid, tranquil, torpid,

patient, composed low drive

(Low Ergic Tension)

Tension (Q4) Tense, high energy, impatient,

driven, frustrated, over wrought,

time driven. (High Ergic

Tension)

Global Scales

Introverted, socially inhibited Extraversion Extraverted, socially participating

Low anxiety, unperturbable Anxiety High anxiety, perturbable

Receptive, open-minded, Tough- Tough-minded, resolute,

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intuitive Mindedness unempathic

Accommodating, agreeable,

selfless

Independence Independent, persuasive, willful

Unrestrained, follows urges Self-control Self-controlled, inhibits urges

Adapted from: S.R Conn & M.L. Rieke (1994)

Figure 2.1: 16PF global factors and the primary trait make-up

Adapted from: Heather, E.P., Cattell & Mead, A.D. (2008)

Table 2.2: Alignments among 16 Personality Global Factors and NEO-PI-

R Big Five Model.

16 Personality Global Factors NEO-PI-R Big Five Model

Extraversion Extraversion

Anxiety Neuroticism

Tough-mindedness Openness to experience

Independence Agreeableness

Self-control Conscientiousness

2.1.2 Extraversion

Extraversion differentiates people based on the interaction of people with the

outside world, as opposed to people who are more absorbed and happy with their own

company. Extraverted individuals are more likely to be the center of a group of friends,

and they are more valued by their friend and become influential individuals to targets.

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16 Personality Global Factors, extraversion is used to examine the general social

participation level. It consists of two extremes of extraversion people. First type is

people who score high on extraversion tends to be people oriented and seek out

relationship with others. In other words, people are extroverted and social participatory.

The second type is people who score low on extraversion, this is also known as

introversion. This kind of people tend to be less outgoing, spending more time on their

own than in the company with others. This kind of person is introverted and social

inhibited.

According to Cattell (1993), the measurement of extraversion can be determined

throughout the combination of positive warmth (A+), positive liveliness (F+), positive

social boldness (H+), negative privateness (N-), and negative self-reliance (Q2-).

Figure 2.2: Components of Extraversion

2.1.3 Anxiety

Anxiety is an unpleasant state of inner disorder, often accompanied by nervous

behaviour. It is one of the personalities in 16 Personality Global Factor, which is highly

correlated with the neuroticism in NEO-PI-R Big Five Factor. Neuroticism is a

Extraversion

Warmth (A+)

Liveliness (F+)

Social boldness (H+)

Privateness (N-)

Self-reliance (Q2-)